Future of Work Enabler: Community Interaction

A guide to establishing and sustaining a collaborative enterprise social community that will enable your business associates, customer and strategic partners to communicate, interact and transact
…

A guide to establishing and sustaining a collaborative enterprise social community that will enable your business associates, customer and strategic partners to communicate, interact and transact dynamically. Goals: self-propogation, scalability and connection with key business processes.

Transcript

1.
Future of Work Enabler:
Community Interaction
Enabling high-impact enterprise communities is a key
component of the future of work.
This report is an installment in our multipart series that explores
the shifts necessary for future-proofing your company.
| FUTURE OF WORK
Making the Shift to the Next-Generation Enterprise
(a multipart series)

2.
2 FUTURE OF WORK July 2013
Executive Summary
Throughout the world, people of all cultures and ages have em-
braced social networking to a degree never imagined even a couple
of years ago. According to SocialBakers, for example, the highest
concentration of Facebook’s one billion active users is in Bangkok,
Thailand; Jakarta, Indonesia; and Sao Paulo, Brazil. Meanwhile, You-
Tube, with 800 million active users, is localized in 43 countries and
60 languages. And while the U.S. dominates on Twitter, Japanese is
the second most-used language, and Arabic is the fastest growing,
according to Semiocast in France.1
Now, companies are trying to incorporate the tenets of social net-
working into the business world by developing inter- and intra-
organizational social communities of interaction. To form these
communities, they are using collaboration platforms and other so-
cial networking tools, as well as mobile, analytics and cloud technol-
ogies, or the SMAC Stack.™ Using familiar social techniques, such as
status updates, “following,” networks of “friends,” personal profiles,
trending topics, threaded conversations, video posting and “liking,”
businesses hope to experience the productivity gains that social
networking-based enterprise community platforms promise.
And it’s no wonder — today’s globally dispersed teams often involve
stakeholders outside the four walls of the organization. To collabo-
rate at the speed and level that today’s business world requires,
these groups need new tools and techniques to effectively work
together, whether to gather feedback, share what they’re working
on, leverage previous solutions, ask for advice or just let others
know whether they’re available to talk. Collaborative platforms can
also be formed for specific communities, such as centers of excel-
lence, research and development or protected domains in which to
engage with partners, suppliers or customers.
However, business-oriented social communities have mostly not met
expectations. After surfing the hype curve, many have fallen through
the trough of disillusionment and failed to provide expected business
impact. Platforms and tools that were expected to solve the critical
business problems of collaboration in the context of work have mere-
ly become internal “hang-outs” that are unable to scale over time to
meet business needs and provide only sporadic benefits, at best.

3.
And yet it is possible to create an enterprise community of interac-
tion that truly disrupts the business model in a good way, enabling
dramatic changes in productivity and business efficiency. But or-
ganizations must first address several challenges, including these
communities’ need for predictability, self-propogation, scalability and
integration with business processes. Communities of interaction that
overlook these areas cannot deliver the transformative impact
anticipated at the organization level.
Setting up enterprise communities of interaction will involve a range
of choices, such as how to govern the social network and encour-
age its use. Companies will also need to change their own cultures
to accept social media platforms as a genuine enabler rather than
see them as a discretionary activity or even a drag on productivity.
Doing so will provide fast access to expert information, encourage
productive group dynamics and enable faster and smarter decision-
making and turn-on-a-dime response to market changes. All this is
possible through properly architected and managed enterprise com-
munities, which support how businesses need to operate today.
Community interaction is one of the eight enablers companies need
to consider when mapping their journey of reinvention for the new
world of work, as described in our overview paper, “Making the Shift
to the Next-Generation Enterprise.” In this installment, we will look
at the many choices and considerations businesses must make when
enabling enterprise communities.
FUTURE OF WORK ENABLER: COMMUNITY INTERACTION (A MULTIPART SERIES) 3
Figure 1
Mapping the Enablers to the 3 R’s
1
Community
Interaction
2
Innovation
3
Worker
Empowerment
4
Virtual
Collaboration
5
Customer
Empowerment
6
Commercial
Model Flexibility
7
Value Chain
Flexibility
8
Flexible Service
Delivery
RETHINK
the Business
Model
3 3 3 3 3
REINVENT
Business
Processes
3 3 3 3 3 3
REWIRE
Operations 3 3 3 3 3 3
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration

4.
4 FUTURE OF WORK July 2013
Challenges and Considerations
First and foremost, organizations need to rise above the silver bullet mentality that
they can solve all their collaboration needs simply by implementing a social collab-
orative platform. Communities of interaction need to be viewed as an effective way
of improving process efficiency and stakeholder productivity. The fact is, four key
challenges must be overcome before businesses can begin to reap the rewards of
social enterprise communities:
1. Achieving predictability and repeatability: Social business communities are at
an emerging stage, where their effectiveness is still largely dependent on individ-
uals’ desire to collaborate. There is no way to predict ahead of time whether the
formation of any particular group will “take hold,” let alone improve a business
process. Without predictability, process owners cannot anticipate benefits or
commit to business productivity improvements. For an enterprise community to
reap optimal and predictable results, it needs to be thoughtfully architected in
alignment with business processes.
2. Encouraging self-propagation: Outside the business world, social network inter-
actions are spontaneous and take on a life of their own. A community started by
avid fans of one sport or team, for instance, might easily branch off into other
highly engaged groups that make more connections and create even more interac-
tions, with participants returning after each sporting event. But in business-related
communities, this type of self-propagation doesn’t just happen. A discussion that
centers on a customer solution to a problem, for instance, might trail off, and when
another problem occurs, it may be tackled by an entirely new group. Businesses
need someone to not only create but also manage and sustain groups within the
enterprise community to ensure they operate and even expand over time.
3. Designing for scalability: Most social communities are built on the simple
principle that if we get people into one (virtual) room, they will collaborate. The
focus is on breaking down barriers between people. Unfortunately, when the
communities start to grow, the conversations can begin to take many forms and
variants, and as this happens, they can begin to generate more noise than value.
As the value diminishes, people are dissuaded from participating, begin to lose
interest in the community and ultimately move on.
4. Connecting with relevant processes:Abusinesscommunityshouldbeseamlessly
connected to the business process. The moment a worker takes an action related
to the business process, the community should automatically be engaged, each
and every time. Involvement and participation cannot be discretionary.
Architecting Business Communities
To effectively respond to these four challenges, businesses need to properly
architect their enterprise social communities, which involves both building the
community and then managing and sustaining it. Let’s take a look at the building
phase and the two steps involved in completing this step.
Businesses need someone to not only create
but also manage and sustain groups within
the enterprise community to ensure they
operate and even expand over time.

5.
FUTURE OF WORK ENABLER: COMMUNITY INTERACTION (A MULTIPART SERIES) 5
• Enable strategic focus and vision: Communities of interaction need to be
part and parcel of the business process architecture. To ensure this happens,
companies need to secure support for social business communities at the top
levels of the enterprise. Only with executive sponsorshop can companies ensure
that communities stay intact and are used by default by all employees engaged
in the process.
According to an Altimeter Group survey, only half of all respondents said top
executives were informed, engaged and aligned with their companies’ social
strategy. And yet, says Charlene Li, founder of Altimeter, one of the success
factors of a social business is earning executive support and sponsorship, based
on the business case. Garnering support from the top requires both education
and weaving the social strategy into the fabric of the executives’ work and
priorities, Li says.2
• Design the right type of community for the process landscape: Different
processes require different characteristics from a community; therefore,
companies need to create the right communities to enable process productivity.
For example, if a business process requires a high level of discussion, such as
preparing a request for proposal (RFP), the best community would include par-
ticipation from well-chosen experts. On the other hand, if the business process
required a good deal of information broadcasting, such as training and policy
management, it is better to architect a community of peers and incorporate gam-
ification features (leader boards, contests, etc.) to encourage use.
All in all, business processes can be categorized into four types, and each type
can be enhanced by using specific community features that encourage interac-
tion (see Figure 2).
Four Types of Processes
Figure 2
Process Type Description Features that Encourage Interaction Example
Processes
that require a
high degree of
collaboration
These tend to be knowledge
processes, such as research,
knowledge gathering, etc. Communi-
ties that support these processes
must be architected around the
concept of engaging the right expert
at the right time.
• Expert location: The community should include the
right experts, which can be facilitated through a skill
search model built into user profiles or an analytical
solution to add the right experts at the right time.
• Crowdsourcing: The community should enable users to
ideate and implement as much crowd participation as
possible within a minimal timeframe.
Responding to
business queries,
customer soluti-
oning processes
Processes
that involve
a high degree
of information
broadcasting
Processes that involve a good deal
of information dissemination tend to
require information consumption and
feedback from large teams of people.
• Gamification: Because consumers and contributors
are different people in these types of communities,
external motivation is needed to encourage partici-
pation. Gamification elements such as leader boards,
contests, etc. can do just that.
Training, policy
discussion and
broadcast to a
large audience
Operational
processes
These processes take care of the
day-to-day functioning of the business
unit. Such processes require input
from experts to solve typical business
problems, as well as compliance from
a large business unit.
• Expert location (see above)
• Gamification (see above)
Resource
management
and delivery
management
processes
Processes
that involve
feedback
collection from
customers.
Such processes involve interac-
tion with customers and the use
of advanced analytics to monitor
sentiment and obtain feedback.
• External social media integration: The community
needs the ability to integrate external media for
seamless communication with all participants.
• Social analytics: These communities should utilize
analytics to identify major communication trends and
be able to respond to customers in the community.
Customer query
resolution and
product support
processes

6.
6 FUTURE OF WORK July 2013
Sustaining Participation in Enterprise Communities
Once the enterprise community is built, and executive sponsorship is secure, it must
then be sustained with the right level of participation and the appropriate level of
interaction with the relevant stakeholders. Perhaps the biggest fear for people who
build a process-aligned community is the specter of becoming a “ghost community”
– a platform designed with all the bells and whistles of a social networking site that
is abandoned by participants who see no value in it, not unlike city neighborhoods
whose residents and store owners flee after a factory closes down.
To avoid this fate and generate a consistent return on investment, community
managers need to accomplish two goals:
• Encourage usage, measure progress and take course corrections.
• Extend usage and improve reach.
Community managers can meet these goals by using a robust framework that
involves three stages of maturity: interact, communicate and transact.
• Interact: In the first phase of community growth, the community manager must
focus on peer-to-peer interaction, which builds participation and engagement.
During this phase, individuals should be encouraged to discover their friends and
engage in not only work-related business but also informal discussions around
golf, travel, movies and other entertainment. Community managers should let
the team and supervisors know that such “water-cooler” conversations are
not only acceptable but encouraged. They can even seed these opportunities
by creating informal groups and launching campaigns to increase awareness of
them. Once a high level of engagement is established, the community becomes
the default place for members to be virtually present.
• Communicate: Once engagement is established, the community manager needs
to begin using the platform to broadcast all official communications. Since the
community is already engaged, the reach would be very high. At the same time,
when the community becomes the key way to consume important organizational
updates, it adds credibility and solidifies to users that this is a strategic initiative
and not just a cool place to hang out. When the platform is seen as the official
communication channel, employees will start to use it for more work-related
missives. Going further, users will also see the platform as a direct medium to
interact with management, breaking down hierarchical walls. This is particularly
true when C-level executives or business unit leaders initiate blogs, regularly
update them with important messages and respond to employee comments.
This is also the stage in which community managers need to ensure that key
managers use the platform or are visibly engaged. This will convey to employees
that the platform has full organizational adoption, visibility and support.
• Transact: In the “interact” and “communicate” phases, informal interaction
leads to engagement, which is channeled toward integrating communities
into the workplace. Now it’s time for the “transact” phase, where community
managers lead the community into business-focused action.
Community managers should let
the team and supervisors know that
“water-cooler” conversations are not
only acceptable but encouraged.

7.
Quick Take
Cognizant Academy is a good example of an orga-
nization that has transformed its way of working
by becoming a social organization. The academy
— our learning department within the company —
has realized the many benefits of operating with
well-functioning enterprise communities.
The first step in the academy’s transformation
was to create a community template, which
included a mix of communities that would serve
its 250-plus associates and students (see Figure
3). By doing so, the academy created a model for
user engagement with the proper noise filters in
place. Conversations were categorized under the
relevant groups, ensuring the community would
not be stifled by too many people having too
many conversations.
Following our maturity model, the community
was launched with clear messaging that informal
and unofficial discussions would be appreci-
ated and encouraged. During the first phase,
the grassroots influencers were identified and
encouraged to seed as many conversations as
possible, increasing engagement on the platform.
In the second phase, almost all management
communication was converted into informa-
tion flows through the platform, including event
announcements, schedules and RSVP function-
ality. This brought “official credibility” to the
interactions. Connections were formed, and
business conversations increased quickly on the
platform. As seen in Figure 4, the community
included a healthy mix of business and informal
conversations.
With this kind of engagement, Cognizant
Academy has moved up the value chain, integrat-
ing the community-based model into its actual
work systems. This has greatly increased the pro-
ductivity of the specific groups (see Figure 5).
Today, Cognizant Academy is a highly social
organization, in which community-based inter-
action is the primary model of interaction. The
academy has seen significant improvement in
process efficiency and productivity, due to its use
of an enterprise community. Taking a structured
approach helped the academy overcome the
challenges and obstacles of moving toward a
community-based model and accelerated its
transformation to a social organization.
Behind the Scenes of a Successful Enterprise Community
FUTURE OF WORK ENABLER: COMMUNITY INTERACTION (A MULTIPART SERIES) 7
Cognizant Academy Community Work Model
A Mix of Communications
Figure 3
Figure 4
All-Company Feed
Cognizant
Academy
Private Working
Groups
• External-facing community for Cognizant
Academy to interact with other groups.
• Information broadcast and feedback processes.
• Internal-facing common group. A virtual
townsquare for all academy associates.
• Information broadcast and feedback
processes (restricted to group).
• Individual and private groups.
• Operational processes and collaborative
work processes get executed here.
Core Functions
Knowledge
Share
Information
Groups
26% of overall
conversations
Communities/groups
through which core
business processes
are executed.
24% of overall
conversations
Personal interest
groups, such as
books, movies,
golf, etc.
Communities that enable
business-focused
knowledge sharing,
augmenting core
functions.
50% of overall
conversations
Enabling ‘Social Learning’ Group
Figure 5
• Higher effectiveness
(188% higher in YOL Training)
• Higher innovation quotient with
tremendous engagement
• Business participation
( decisions/issues )
• Real-time communication with
external trainers
• Higher efficiency (among top
3 crowdsource users)
• Integration with
systems of work
such as batch
assessment
systems
• 80% of
notiﬁcations
result in action
• Time to action for
escalations as
low as 25 minutes
• Action on
exceptions
near 100%
Level 1 Social: Activity Streams
Social process framework – focus on knowledge processes
Expert location/crowdsource
Level 2 Social:
System of Engagement
Connect system of work
Focus on core business
processes
Tactical Changes LEVEL OF TRANSFORMATION
LowHighCOMPLEXITY
Strategic Transformation
Activity streams more
prevalent in use

8.
8 FUTURE OF WORK July 2013
The transact step is the toughest phase of community growth. In this phase,
the community manager focuses on enabling actual work to flow into the
community by integrating work systems with the community platform. As such,
the community transforms from a “conversation platform,” to a true work-collab-
oration platform.
Community managers can begin by enabling one-way transactions, such as inte-
grating a vacation request system with the community platform. If a group has
formed around completing a customer deliverable, for instance, automatic noti-
fications would be sent when a member of the community was planning to be
out on vacation. Moving to two-way communication, an integrated system could
enable supervisors to sign off after receiving such a notification. An even more
sophisticated system would enable community members to plan how to continue
maximizing productivity even when the group member was away on vacation.
Traveling the Value Curve
By following this framework, community managers can ensure that the community
is part-and-parcel of the business process. At that point, the community can be
assessed by measuring its impact on the effectiveness and productivity of the
business process it is designed to support. In this way, community managers can
encourage usage of the community, measure progress, take course corrections,
extend usage and improve reach (see Figure 6).
By moving through the stages of interact, communicate and transact, enterprise
communities can become vehicles for increased organizational productivity and
efficiency (see Figure 7, next page). On the other hand, if the community does not
complete the three-step maturity process, it faces the prospect of becoming a ghost
town, as initial interactions that were sustained through enthusiasm and novelty
dissipate, and group members move to other platforms to collaborate.
Measuring Community Success
Figure 6
Stage Metrics Used Action for Growth
Interact
At this stage,
metrics are focused
on participation.
• Reach: Comparison of the number of people the
community was intended to reach and the percentage
that has logged into the community.
• Frequency: The number of times a person logs into the
community to contribute/consume.
• Stickiness: How long a person stays on and contributes
to the platform and whether there are drop-outs.
• Initiate participation from leaders.
• Convert blast e-mails into conversations within the
community.
• Introduce virtual town hall meetings through the
community platform, with leader participation.
Communicate
At this stage,
metrics are focused
on the usage of the
platform for work-
related activities.
• Number of business conversations as a percentage of
overall conversations.
• Categorization of groups into informal groups,
knowledge-related groups (augmenting business
processes) and core groups (enabling business processes).
• Contribution to process efficiency (has the customer
solution process become faster, cheaper, better) or
employee productivity.
• Identify the core systems of work that require
ideation and discussion and that need to improve
reach.
• Identify the stakeholders who and groups that can
add value to the work notification.
• Build integration.
Transact
At this stage,
metrics are focused
on business process
efficiency.
• Process effectiveness: Improvement in the business
process that has been integrated into the community
platform.
• Overall process efficiency: Improvement in the quality
of deliverable/cost/time to act for the business process.
• Improve integration to make social streams an
inherent part of the work stream and not a bolt-on.
• Redesign/rearchitect processes embedding in social
streams in the relevant places, making it the default
enabler/executor of the process work.

9.
Value Curve for Social Communities
Figure 7
Time
Impact
Transformed
productivity
for organization
Systems of work
integration
Hierarchical
communication
Peer-to-peer
interaction One more “intranet”
for employees
Informal interaction;
perceived as a distraction
FUTURE OF WORK ENABLER: COMMUNITY INTERACTION (A MULTIPART SERIES) 9
Quick Take
Best Practices for Enabling Enterprise Communities
Do’s Don’ts
• Be clear about the kinds of conversations that are
allowed and not allowed on the platform. People with
misperceptions can impede viral adoption.
• Ensure continuous and visible management
participation — this cannot be an optional or one-time
event. Use of the platform as the official channel
is necessary for creating credibility around the
community-based model of working.
• Identify influencers early in the process and create
a separate community for them. These are the early
adopters who can view the business conversations
happening on the platform.
• Involve the technology support team, as they
are crucial for completing the necessary system
integrations.
• Create a platform ownership team separate from
the business unit. A community is enabled by the right
technology, so create an ownership team that includes
business and IT.
• Let the community grow without governance and
guidelines. Knowing the right milestones and course
corrections is mandatory for business communities to
succeed; otherwise, they will become “noisy-towns.”
• Enforce usage restrictions apart from the
“acceptable use policies” at the organizational level.
Allow users to try new things with the model and push
boundaries.
• Allow managers to learn the consequences of non-
hierarchical communication by themselves. Host
sessions and coach them to encourage the expected
behavior from the group.

10.
10 FUTURE OF WORK July 2013
About the Author
Jayachandran Chittenipat is Delivery Director in Cognizant’s Enterprise Tranformation Group, leading
the strategic initiative to build a social collaborative organization. He has 13-plus years of experience in
multiple roles, including solution architect, product manager and delivery director. Jayachandran holds
a post-graduate diploma in management from the Indian Institute of Management in Bangalore, India.
He can be reached at Jayachandran.Chittenipat@cognizant.com | LinkedIn: http://www.linkedin.com/in/
cpjay | Google+: https://plus.google.com/103282944431408947723/posts | Twitter: @cpjay.
Architecting Communities to Transform Business Productivity
Given the global embrace, social networking is here to stay, and it has a lot to offer in terms of increasing
enterprise productivity, business performance and organizational effectiveness. But in the business
world, socially-enhanced collaboration does not just happen.
Business communities of interaction need to be architected and managed in order to become a critical
facilitator of business productivity and efficiency. Through our experience creating such communities, we
have designed a framework to derive an optimal environment that is integrated with business processes,
aligned with organization policies and able to boost business productivity to transformative levels.
Footnotes
1
“Twitter Reaches Half a Billion Accounts,” Semiocast, July 30, 2012, http://semiocast.com/en/publica-
tions/2012_07_30_Twitter_reaches_half_a_billion_accounts_140m_in_the_US.
2
Charlene Li and Brian Solis, “The Evolution of Social Business: Six Stages of Social Business Transforma-
tion,” Altimeter Group, March 6, 2013, http://www.altimetergroup.com/research/reports/evolution-social-
business.